es and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you

Carve out a market position to maximize your marketing investment

In the marketing world, positioning is a relatively new concept. Introduced in 1982 by marketing gurus, Al Ries and Jack Trout, the idea behind positioning is to clearly define what your practice represents to the patient. Through this unique position, a level of mindshare is devoted to your practice. These positioning efforts should clearly communicate what your practice offers.

Prior to the 1980's, Madison Avenue advertising executives allocated as much money as they could to mass marketing and it worked pretty well. At that time, media venues included newspaper, billboards, radio and three major TV channels. Whoever purchased the most ad space won the battle for the consumer's dollar. Today cable television and the Internet have fragmented the market and our attention into niches, irrevocably changing the face of marketing. Marketers now had to be smarter; shouting louder than everyone else was no longer effective. Positioning was born to define a product and service to a marketplace whose attention is increasingly more divided.

A good exercise to discern your practice's position is to draw a series of four concentric circles. On the outer circle allow room for eight to ten descriptive words which describe your practice's unique qualities. If you are an OB/GYN practice, the words may include 4D Ultrasound, experienced physicians, multiple locations, friendly staff, limited wait time and valet service. Within that circle, allow yourself six of those words that you deem most important to your patient base. Once this task is complete, move to the next circle allowing the three most important of the last six words. The last circle is designated for the most relevant descriptor of the final three words that you feel is of utmost importance. This one word or "core message" will help to reveal what your position or brand promise involves.

Unfortunately, it is not enough to build your core communications message around what you and your staff thinks. A patient survey will reveal what your patients perceive are the best assets of your practice and may reveal areas to be improved upon. Surveys also create a great deal of good will with patients because they are appreciative of the fact that your practice cares enough to gauge their happiness.

Once you have the results in from at least 200 surveys and your own core message evaluation in hand, a "visioning" process can take place. Mission and vision statements are important elements to a successful marketing plan. Too often, I hear that a mission statement was generated because, "everyone else had one!" A mission statement reveals what your practice's promise to its patients, referring physicians, employees and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you

Whoever purchased the most ad space won the battle for the consumer's dollar. Today cable television and the Internet have fragmented the market and our attention into niches, irrevocably changing the face of marketing. Marketers now had to be smarter; shouting louder than everyone else was no longer effective. Positioning was born to define a product and service to a marketplace whose attention is increasingly more divided.

A good exercise to discern your practice's position is to draw a series of four concentric circles. On the outer circle allow room for eight to ten descriptive words which describe your practice's unique qualities. If you are an OB/GYN practice, the words may include 4D Ultrasound, experienced physicians, multiple locations, friendly staff, limited wait time and valet service. Within that circle, allow yourself six of those words that you deem most important to your patient base. Once this task is complete, move to the next circle allowing the three most important of the last six words. The last circle is designated for the most relevant descriptor of the final three words that you feel is of utmost importance. This one word or "core message" will help to reveal what your position or brand promise involves.

Unfortunately, it is not enough to build your core communications message around what you and your staff thinks. A patient survey will reveal what your patients perceive are the best assets of your practice and may reveal areas to be improved upon. Surveys also create a great deal of good will with patients because they are appreciative of the fact that your practice cares enough to gauge their happiness.

Once you have the results in from at least 200 surveys and your own core message evaluation in hand, a "visioning" process can take place. Mission and vision statements are important elements to a successful marketing plan. Too often, I hear that a mission statement was generated because, "everyone else had one!" A mission statement reveals what your practice's promise to its patients, referring physicians, employees and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you

lude 4D Ultrasound, experienced physicians, multiple locations, friendly staff, limited wait time and valet service. Within that circle, allow yourself six of those words that you deem most important to your patient base. Once this task is complete, move to the next circle allowing the three most important of the last six words. The last circle is designated for the most relevant descriptor of the final three words that you feel is of utmost importance. This one word or "core message" will help to reveal what your position or brand promise involves.

Unfortunately, it is not enough to build your core communications message around what you and your staff thinks. A patient survey will reveal what your patients perceive are the best assets of your practice and may reveal areas to be improved upon. Surveys also create a great deal of good will with patients because they are appreciative of the fact that your practice cares enough to gauge their happiness.

Once you have the results in from at least 200 surveys and your own core message evaluation in hand, a "visioning" process can take place. Mission and vision statements are important elements to a successful marketing plan. Too often, I hear that a mission statement was generated because, "everyone else had one!" A mission statement reveals what your practice's promise to its patients, referring physicians, employees and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you

reveal what your patients perceive are the best assets of your practice and may reveal areas to be improved upon. Surveys also create a great deal of good will with patients because they are appreciative of the fact that your practice cares enough to gauge their happiness.

Once you have the results in from at least 200 surveys and your own core message evaluation in hand, a "visioning" process can take place. Mission and vision statements are important elements to a successful marketing plan. Too often, I hear that a mission statement was generated because, "everyone else had one!" A mission statement reveals what your practice's promise to its patients, referring physicians, employees and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you

es and vendors is in a one-year period. It is common to reevaluate and modify the mission statement as your practice grows. A vision statement is exactly what it sounds like; a five-year vision of what your practice will become. The vision helps all your employees to "keep their eyes on the prize", enabling the practice to reach its fullest potential.

It is difficult for most practices to objectively understand how to position their business. The flurry of activity in a practice on a day to day basis limits time for true introspection like I've described within this article. Marketing is really about differentiating one product or service from another. In the medical marketplace you may have a competitor who offers almost identical services to yours. Development of a market position gives your practice a critical competitive advantage to help existing and potential patients to understand the difference in the two practices.

Once you've determined your practice's core message, a positioning or tag line may be developed. This positioning statement is a succinct message that captures your practices core message. A positioning statement should be memorable and relevant to the core message. This six or seven word statement should appear on everything that a patient sees, from business cards to website to exterior signage.

A defined position is the beginning of a strong brand. It will help grease the communication wheels for maximization of your marketing impact, with less investment.